In this edition we speak to Stephanie Meyers, Associate Director, ITP by Haskoning, about the lessons learned from the SEGRO Park Coventry: Delivered in Partnership, which was commended for the 2026 CIHT Collaboration Award.

Overview of shortlisted project: Collaboration between SEGRO, ITP by Haskoning, DHL, DP World, National Express, Warwickshire County Council, Coventry City Council and Transport for West Midlands has transformed SEGRO Park Coventry into one of the region’s best‑connected new employment sites. Working to shared goals from the outset, partners jointly planned and delivered an extended bus service, a unified car‑sharing platform and coordinated travel initiatives that provided sustainable commuting options from day one. This integrated, evidence‑led collaboration has driven exceptional results, including 62% sustainable travel in 2025, and now provides a scalable and replicable model for future logistics developments seeking ambitious sustainability outcomes.

How did you ensure that the project has long term use and a positive legacy?

We ensured long‑term use and a positive legacy by embedding transport into the core planning and operation of SEGRO Park Coventry from the outset, rather than treating it as a short‑term mitigation measure. The transport provision was designed to support the realities of a large‑scale, 24/7 logistics environment, including non‑standard working patterns. Workforce travel was factored into site design and delivery early on, ensuring solutions were fit for purpose from day one and capable of adapting as the park expanded. Long‑term resilience was secured through a deliberate focus on shared, scalable measures that could endure beyond individual occupiers and the Travel Plan implementation period. Enhancing an existing bus route and introducing a single car‑sharing platform for all occupiers proved more sustainable than bespoke services, supporting lasting behaviour change while offering better value for money and helping to build a coherent onsite community. Governance and partnership working were also central to securing legacy. Regular multi‑partner collaboration, transparent data sharing and jointly agreed KPIs ensured shared ownership of outcomes and allowed measures to evolve over time, rather than remaining fixed. This approach has created a transport framework that continues to support the site, the workforce and the surrounding area as needs change.

What kind of skills are critical now for projects such as yours to succeed and why?

What did you learn that you will take into the next project?

One of the strongest lessons was the value of early, honest collaboration. Bringing partners together before solutions are defined allows constraints, opportunities, and dependencies to be understood collectively and strengthening trust. The project also reinforced the importance of designing interventions around real operational realities, such as shift patterns, recruitment cycles and employee needs, rather than relying on standard assumptions. Continuous feedback loops with occupiers proved essential in refining measures and sustaining engagement. Finally, the experience highlighted how powerful shared ownership can be. When outcomes are genuinely co‑owned, partners are more willing to adapt, invest, and champion solutions internally. This is something that should be carried forward into future projects, embedding collaboration not as a project phase, but as standard practice

What trends should the sector be paying attention to and why?

The sector should be paying close attention to the convergence of transport planning, workforce strategy and sustainability. Employment sites are increasingly expected to support recruitment, retention and wellbeing alongside carbon reduction, and travel planning is becoming central to that agenda. Key trends include:

• Place‑based, employer‑led collaboration, where developers, occupiers and authorities co‑design transport solutions rather than working in silos. Guiding ideas and proposals from the early stages through to practical, deliverable interventions and outcomes.
• Data‑enabled behaviour change, using real‑time, shared datasets to monitor performance, tailor interventions and demonstrate impact.
• Flexible and inclusive mobility solutions, reflecting non‑standard working hours, diverse workforce needs and changing travel patterns.
• Replicable delivery models, where successful approaches can be scaled across portfolios and regions rather than reinvented for each site. Together, these trends signal a shift away from static travel plans towards dynamic, partnership‑driven mobility strategies with behaviour change at their core.

ITP by Haskoning in their own words

ITP’s multi-disciplinary transport planning team designs, implements and evaluates sustainable transport initiatives. Part of Haskoning, our UK-based team focuses on facilitating walking, cycling, and public transport use for people’s everyday journeys. We support local and national governments to develop and implement transport strategies that improve the way the world moves, while aiding private sector clients with vision-led placemaking.

For more information please visit www.integratedtransportplanning.com

Next steps

If you work in highways and transportation, keep an eye out for Beyond the Awards: Lessons from the Shortlist overview (Coming soon) — your single go-to source for sharp, practical insight drawn from standout projects and the people behind them. By bringing together key takeaways from award entries and candid interviews with leading contributors, this feature turns real-world experience into real-world learning that you can apply today to your projects while helping you stay prepared for what’s coming next.

CIHT Statement

The opinions expressed in this article are those of the authors. They do not purport to reflect the opinions or views of the CIHT or its members. Neither the CIHT nor any person acting on their behalf may be held responsible for the use which may be made of the information contained therein